denis

Unless you are willing to do the ridiculous, God will not do the miraculous. -Mother Angelica

Encyclical Letter of His Holiness Leo XIV Magnifica Humanitas (15 May 2026) vatican.va/content/leo-xi…

Let us learn to be rich in a different way: more attentive to relationships, more intent on valuing the common good, more attached to the local area, more grateful in welcoming and integrating those who come to live with us.

CEOs are uniquely prone to AI psychosis because they’re sufficiently distant from the last mile of work that still has to happen to generate most value with AI. So when they play with AI, they see the happy path results, often not considering the next 10 or 20 things that have to happen to get sustainable results from agents. “Look I made this awesome product prototype”. Yes but you didn’t have to review the code before it went into production and fix a bunch of issues. “Look I generated a contract”. Yes but you didn’t verify all the terms before it goes out to the counterparty and didn’t have to wire up all the past contracts to work with. The best thing you can do as a CEO is to use AI a *ton* to figure out the real implications of agents in the enterprise, and come out the other side with an appreciation for both the upside and the real work that goes into them.

The companies I love working with in office hours are the ones where the founder has a specific, weird, earned insight that nobody else has. Not "AI for X." A genuine edge that came from living inside a problem. The ones that are dying almost always have the same pattern: technically competent founders building something nobody asked for, moving metrics that don't matter, avoiding the conversation with the one user who'd tell them the truth. The lucky thing is that 2nd type of founder can become the 1st kind if they don't stand still, they are willing to talk to people, try things, and always seek high rate of learning.

Today we reduced headcount by 22%. The business is the strongest it's ever been. So I think it's important to be direct about what I'm seeing and why. First, I made this decision and I own it. I did it because the way to operate at the highest level of productivity is changing, and to win the future, ClickUp needs to change with it. Second, this wasn't about cutting costs. Most savings from this change will flow directly back into the people who stay. We'll be introducing million-dollar salary bands. If you create outsized impact using AI, you'll be paid outside of traditional bands. Most importantly, I have the deepest gratitude for those affected. We're doing this from a position of strength specifically so we can take care of people properly. Everyone affected receives a package aimed at honoring their contributions and easing the transition. I only see two options: wait for this to play out gradually in the market or be honest about what I'm seeing and act proactively. THE 100X ORGANIZATION The primary change is that we're restructuring around what I call 100x org. The goal is 100x output. The roles required to build at the highest level are fundamentally different than they were a year ago. Incremental improvements to existing systems won't get us there. We need new ones. That means creating enough disruption to rebuild rather than iterate on what's already broken. The common narrative is that AI makes everyone more productive. It doesn't. Many of the workflows of today, if left unchanged, create bottlenecks in AI systems. These roles will evolve. But waiting for that to happen naturally means falling behind now. The 100x org is actually heavily dependent on people - infinitely more than today. This is only possible with 10x people that have embraced and adopted new ways of working. THE BUILDERS, AGENT MANAGERS, AND FRONT-LINERS — THE BUILDERS: 10X ENGINEERS I don't think most companies have internalized what's actually happening with AI in engineering. The common narrative is that AI makes all engineers more productive. That may be true in isolation, but at an organization level - that is the farthest thing from reality. Here's what we've validated recently at ClickUp: the great engineers, the ones who can orchestrate, architect, and review, are becoming 100x engineers. They're not writing code. They're directing agents that write code. The skill is judgment. AI makes the best engineers wildly more productive, and everyone else using AI slows these engineers down. Think about it - the bottlenecks are (1) orchestration - telling AI what to do, and (2) reviewing - what AI did. Everything is leapfrogged and no longer needed. So who do you want orchestrating and reviewing code? And how do you want your best engineers to spend their time? If your best engineers are spending time reviewing other people's code, then this is inherently an inefficient bottleneck. These engineers can review their agent's code much faster than reviewing human code. The new world is about enabling your 10x engineers to become 100x. The wrong strategy is to push every engineer to use infinite tokens. Companies doing this are celebrating 500% more pull requests. But customer outcomes don't match the volume of code being generated. I call this the great reckoning of AI coding, and every company will face this soon if not already. More code is just another bottleneck to the best engineers, and ultimately to your company's impact as well. — THE BUILDERS: 10X PRODUCT MANAGERS Product management and design roles are merging. Designers that have customer focus, become more like product managers. And product managers that have intuition for UX become more like designers. The bottleneck of user research is gone. It takes us just one mention of an agent to kickoff research and analyze results. The bottleneck of product <> design iteration is also gone. The product builder iterates on their own, along with agents and skills that ensure alignment with quality and strategy. Also controversial today - I believe that the wrong strategy is to have your PMs shipping code - that just introduces another bottleneck that the best engineers will waste their time on. To be clear, PMs should be coding but they should do this in a playground to iterate, validate, and scope. That code should not go to production. Everything outside of managing systems, orchestrating AI, and reviewing output becomes a bottleneck. That's why the other roles that are critical along with these are the systems managers (to reduce bottlenecks) along with a bottleneck you can't replace - customer meeting time. — THE SYSTEM MANAGERS Ironically, the people that automate their jobs with AI will always have a job. They become owners of the AI systems - agent managers. We have many examples of these people at ClickUp. The underlying systems in which we operate are absolutely critical to get right. I think most companies are delusional to think they can iterate on existing systems and compete in this new world. You must create enough disruption so that old systems are deprecated entirely. If there's any definition for 'AI native' that's what it is. — THE FRONT-LINERS In a world that will become saturated with AI communication, the human touch will matter more than anything to customers. This is a bottleneck that you shouldn't replace - even when agents are high enough quality to do video meetings. One-on-one meeting time with customers is something that shouldn't be automated. The systems around the meetings should be - so that front-liners spend nearly 100% of their time with customers. REWARDING 100X IMPACT In a world where companies are able to do so much more with less, where does that excess money go? In our case, much of the savings in this new operating model will flow directly back to those that enabled it. We must reward people that create productivity accordingly. This aligns incentives on both sides. Plus, in a world where your best people create 100x impact, you can't afford to lose them. You should aim to retain these employees for decades. The context they have and their ability to efficiently orchestrate and review will be nearly impossible to replace. Compensation bands of today should be thrown out the door. We're introducing $1 million cash/year salary bands with a path available to nearly everyone in the company if they produce 100x impact by creating or managing AI systems. THE FUTURE Nearly every company will make changes like these. The ones that do it proactively will define what comes next. The future is not fewer people. It's different work, new roles, and better rewards for those who embrace it. We're already seeing entirely new roles emerge, like Agent Managers, that didn't exist a year ago. ClickUp is positioning to lead this shift, not just internally, but for our customers too. I've never been more certain about where we're headed.

We’ve automated every single thing we can @every with AI agents. And yet there’s way more human work to do than ever. We’ve gone from 4 -> 30 human employees since GPT-3. I wrote a report on the structural reasons: how AI makes expert competence cheap, why that drives up demand for experts, and why the dynamic only intensifies as we approach AGI. After Automation: every.to/p/after-automa…

“AI can process information quickly, but it cannot replace human intelligence… AI can never replace the unique gift that you are to the world.” At NCYC 2025 in Indiana, Pope Leo spoke to a stadium full of Gen Z youth and young adults and reminded them that no algorithm can pray, love, or wonder in their place. As the Church prepares to receive his new encyclical on AI, Magnifica Humanitas, this May 25, we remind the young generation of the Holy Father's words, to use tech in a way that helps you grow in holiness—not in a way that replaces your heart, your creativity, or your friendships. Remember, no machine can replace the unique, unrepeatable gift that you are.

one major downside that will follow from 'company brains' - where everything is recorded - is extreme corporate PC-ness.

Beautiful essay on adult friendship

“Before the sin, Satan assures us that it is of no consequence; after the sin, he persuades us that it is unforgivable.” Fulton J. Sheen

Hope one day @ericschmidt will post this

I believe in one God,
the Father almighty,
maker of heaven and earth,
of all things visible and invisible. I believe in one Lord Jesus Christ,
the Only Begotten Son of God,
born of the Father before all ages.
God from God, Light from Light,
true God from true God,
begotten, not made, consubstantial with the Father;
through him all things were made.
For us men and for our salvation
he came down from heaven,
and by the Holy Spirit was incarnate of the Virgin Mary,
and became man.
For our sake he was crucified under Pontius Pilate,
he suffered death and was buried,
and rose again on the third day
in accordance with the Scriptures.
He ascended into heaven
and is seated at the right hand of the Father.
He will come again in glory
to judge the living and the dead
and his kingdom will have no end. I believe in the Holy Spirit, the Lord, the giver of life,
who proceeds from the Father and the Son,
who with the Father and the Son is adored and glorified,
who has spoken through the prophets. I believe in one, holy, catholic and apostolic Church.
I confess one Baptism for the forgiveness of sins
and I look forward to the resurrection of the dead
and the life of the world to come. Amen.

Truly everything I'm interested is collapsing into one timeline "Pope and co-founder of Anthropic to launch pontiff's AI encyclical on May 25" washingtonpost.com/business/2026/…

Ai <> Church

@signulll Enterprise is about relationships and big bets. This won’t happen via FDEs alone. People who’ve built trust inside of Enterprises have a lot of value in this next phase.

If you are running a consulting business and you are deploying Anthropic or OpenAI directly into your organization (I’m looking at you PwC and Accenture) you are letting the fox into the hen house. OpenAI and Anthropic are openly funding and starting competitors to you while also using your usage to drive more success for them. This is not a failure on their part but a failure on your part. Consulting businesses that understand this are adopting a control plane that allows them to arbitrate where tokens go and who generates tokens for them. Controlling the tokens is controlling the spice (Dune). This was a key pillar of 8090’s global partnership with EY and they key feature of our Software Factory. We control token generation and can direct them to any model provider. We are close to another global partnership and will announce it soon. These organizations refuse to accept the disruption standing still or, even worse, by adopting and accelerating the companies who want to disrupt them.

@LauraModiano @SebJohnsonUK This is one of Sam’s unique advantages over the other major labs. If you can build an AI Sam that does what he did for startups at YC, you’re the go to for companies from inception to scale, with compounding data network effects as the startup develops.

@SebJohnsonUK Thank you @SebJohnsonUK I could not be more fortunate to get a front row seat to the magic of founders and their work every day!

OpenAI has just created an entirely new global function that's being led from London. It will be headed up by @LauraModiano and will be focused on helping startups build, grow and scale on OpenAI from Day 1, through their start-up journey. It will be a global function led from London and will span founder programs, technical activation, ecosystem partnerships, investor relationships and startup community engagement. It is amazing to see @OpenAI continue to develop its presence here and double down on London. Laura has become one of the most vocal and positive voices in European Tech and is overall such a powerful force for good in the ecosystem. This is great news for her and the ecosystem, so a huge CONGRATULATIONS to her.

@tito LKY may disagree with you. He knew he ran a “small spit of land”

@dened21 I think LKY is Julius Caesar, Alexander the Great - tier, one-in-many-generations leader. He got a lot of things right, in a pragmatic sometimes cynical but super-effective way.

Not to take anything away from Vivian and the current SG cabinet. But Singapore was in “hyper growth” long before it paid out million dollar salaries to its ministers. How do you think it got the money in the first place?

The next great consumer ai app may be faith-based.